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This paper aims to outline three ways in which a leader's behavior‐in‐context can be examined. As such it moves away from an emphasis on a leader's “performance and personality” and focuses on underlying contextual features which can lead to success or failure.

The paper examines some of the possible bases for dysfunctional leadership and concludes that such counter‐productive behavior may be contextually determined. Three ways of looking at executive behavior‐in‐context are used to highlight the need to look beyond a leader's style in order to assess their organizational achievements.

Any assessment of a leader's performance should be based on their behavior‐in‐context.

The paper offers ways in which executive appointments, succession decisions and performance appraisal can be enhanced by taking a closer and more nuanced assessment of the behavior of leaders.

The paper brings together three ways of re‐viewing leadership misbehavior and offers an alternative to an over focus on the personality of the leader as the core basis for success or failure.

Drawing from Social Learning Theory and Multiple Loci of Intelligence Theory, the purpose of this paper is to assert that, through the mechanisms of social learning and role modeling, perceived ethical leadership is positively and significantly related to ethical behavior of individual members of global teams. Moreover, this study argues that perceived cultural intelligence (CQ) of leaders which consists of perceptions of members regarding leader’s cultural knowledge and skills on how to act ethically in different cultural contexts would moderate the relationship between ethical leadership and ethical behavior of individual members of global teams.

To test these assertions, a survey study was conducted involving individual members of global teams in Australia (n=234).

Results demonstrate that perceived ethical leadership is positively and significantly related to an individual’s ethical behavior. Furthermore, results show that perceived leader’s CQ serves as a moderator in strengthening the relationship between perceived ethical leadership and individual member’s display of ethical behavior.

This study fills the gaps in the literature by examining ethical behavior of individual members of culturally diverse teams and the role that leaders play in influencing their individual display of ethical behavior. Such knowledge can provide insights particularly for human resource practitioners on how to effectively generate and ensure the display of ethical behavior in contexts that are culturally diverse like in global teams.

Although there is growing research on the relationship between ethical leadership and subordinate work behaviors, limited research has examined the boundary conditions under which ethical leadership is more or less effective. The purpose of this paper is to investigate whether subordinate perceptions of role clarity in their job role influence the relationship between ethical leadership and subordinate work behaviors. Drawing on both social exchange and social learning theories, the authors predict that in contexts where subordinates perceive low levels of role clarity, the relationship between ethical leadership behavior and subordinate helping and deviant behaviors will be weaker.

In total, 239 employees in the Chinese public sector completed surveys across three separate time points. Confirmatory factor analysis and hierarchical regression analysis were used to analyze the data.

Analyses provided support for the hypothesized relationships. When subordinates perceived higher levels of role clarity the positive relationship between ethical leadership and helping behavior was stronger, and the negative relationship between ethical leadership and deviant behavior was stronger.

As with all research the findings of this study need to be viewed in light of its limitations. First, the use of data from a single set of respondents opens up the possibility of common method bias. Second, given the study used of a sample of public sector employees from one part of China, there would be value in future research examining whether the findings from the present study are generalizable to other industrial and cultural contexts.

This research has a number of practical implications. Given that the authors found a significant positive relationship between ethical leadership and helping behavior, and a significant negative relationship between ethical leadership and deviant behavior, it is crucial for organizations to include ethical training as an essential part of leadership development programs. However, the findings also suggest at the same time as facilitating the development of ethical leadership behaviors amongst supervisory employees, it is important for organizations to also provide employees with clarity over what is expected of them in their jobs, and the means they should employ to facilitate goal achievement.

This study responds to recent calls for more research to identify factors which may strengthen or mitigate the influence of ethical leadership in the workplace.

The purpose of this paper is to examine how a supervisor’s virtuous leadership as perceived by subordinates influences subordinates’ work-related well-being and to examine the mediating role of trust in the leader and the moderating roles of individual leader virtues and various characteristics of subordinates and organizations.

An online survey was conducted through Prolific among a self-selected sample of 1,237 employees who worked with an immediate supervisor across various industries in primarily the UK and the USA. Structural equation modeling was used to test the hypotheses.

The empirical results indicate that an immediate supervisor’s virtuous leadership as evaluated by the subordinate positively influences all three considered dimensions of work-related well-being – job satisfaction, work-related affect and work engagement – for a wide variety of employees in different industries and countries. A subordinate’s greater trust in the supervisor fully mediates this positive influence for job satisfaction and work engagement and partially for work-related affect. All five individual core leader virtues – prudence, temperance, justice, courage and humanity – positively influence work-related well-being.

The findings underscore that promoting virtuous leadership is a promising pathway for improved employee well-being, which may ultimately benefit individual and organizational performance.

Despite an age-old interest in leader virtues, the lack of consensus on the defining elements of virtuous leadership has limited the understanding of its consequences. Building on recent advances in the conceptualization and measurement of virtuous leadership and leader character, this paper addresses this void by exploring how virtuous leadership relates to employees’ well-being and trust.

The purpose of this paper is to extend the under-researched work on service innovation by examining employee service innovative behavior in the Indian banking industry. In doing so, this study addresses the call for carrying out context-based research to advance service innovation literature.

Using convenience sampling and self-administered survey methods, data were obtained from professionals employed in Indian public sector banks (n=294).

Findings reveal that leader-member exchange (LMX) shares a positive relationship with employee service innovative behavior via work engagement. Results also indicate that job autonomy as moderator strengthened the relationship between LMX and employee service innovative behavior mediated by work engagement.

This study recommends that higher levels of LMX quality should be combined with enhanced levels of job autonomy for significantly influencing employee service innovative behavior.

Even though previous studies on service innovation have produced a significant piece of work, this study is among the first to propose and analyze a comprehensive and theoretically grounded structure of LMX, work engagement, job autonomy and employee service innovative behavior by incorporating social exchange and job characteristics theories.

The present study examines how virtuous leadership influences moral voice in organisations through moral courage as a mediating variable.

The data were collected using a questionnaire survey of 376 employees and their immediate supervisors (289 employees and 87 supervisors), working in 11 firms of medical suppliers. The data were collected from employees and their immediate supervisors at two different phases and on separate questionnaires.

The results revealed that virtuous leadership has a positive and significant relationship with moral voice. Furthermore, the results showed that moral courage fully mediates the indirect relationship between virtuous leadership and moral voice.

To the best of the authors’ knowledge, this study is the first to address the relationship between virtuous leadership and moral voice. In addition, it is the first to explore the mediating mechanism in the relationship between virtuous leadership and moral voice through moral courage as a mediating variable.

This paper aims to gain insights from existing models of information behaviour, building on them to develop a new model which, unlike most others, encompasses both information seeking and communication. By identifying key factors affecting the successful communication and use of information, it is hoped that the model will be of practical value both to information providers and to users.

The paper is based on a literature search and analysis of well‐established models of information seeking and of communication, from which a new conceptual model is constructed.

Existing models have elements in common, though most models in library and information science focus on information seeking and the information user, while those from the field of communications focus on the communicator and the communication process. A new model is proposed that includes key elements of existing models and takes into account not just the information seeker but also the communicator or information provider.

The model developed in this paper is the first to combine elements from both information seeking and communication models. Being built on previous research, it can be used to investigate the practical value of the model itself and the elements that it has in common with other models.

In this final chapter, we summarize the core challenges to leadership in complex organizational systems as well as the lessons that we believe leaders can learn from the contributions presented in this book. Building on Complexity Leadership Theory (Uhl-Bien & Marion, 2009), we argue that high levels of complexity characterize the contexts described, and that they are unusual because they deviate from the setting of standard business organizations. Since these contexts are not often discussed in the general leadership literature, there seems to be a largely unused potential in terms of leadership learning. Specifically, in order to better contextualize leadership, scholars and practitioners need to take organizational complexity into account. With reference to the underlying structure of the book, core challenges to leadership are proposed, clustering around four main foci: sports and competition, high risk, creativity and innovation, care and community. Subsequently, we derive six lessons for leadership: adaptability, perseverance, handling paradox, leading with values, inventing the future, and sharing responsibility. We thereby hope to stimulate fruitful discussions that put leadership into context and capitalize on complexity theory as an innovative approach to leadership research and practice.